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"To reduce and avoid delay, American courts have developed a set of principles and techniques since the 1970s that we refer to as "caseflow management" ... The main premise of this book is that caseflow management is more than just a way to reduce or avoid delay, however. In fact, caseflow management is the conceptual heart of court management in general. We can fully understand courts as organizations only if we understand the requirements of caseflow management. In managing a court, the chief judge and court managers should focus first on caseflow management - not just because it addresses problems of delay or backlog, but more importantly because it is the very foundation of court management in general." -- from the Introduction, p. xi.
"The management of the judiciary, a subject of constant concern to those in the fields of law and public administration, has been closely examined by a widening audience within the past two decades. The resultant viewpoints have been fragmentary and conflicting, however, by failing to provide a desirable cohesive view of the judicial branch and its management"--Book jacket.
Blending both the theoretical and applied aspects of contemporary issues in court management, this reference/text offers in-depth coverage of all major topics and developments in judicial systems administration. It is suitable for use in the classroom or for self-study.;Providing the background material to clarify even the most technical management application, this book: presents the history and theory of the court management movement; examines the separation of powers doctrine, and its relationship to judicial independence; discusses the latest developments in court reform, the American Bar Association standards, alternative dispute resolution techniques and caseflow considerations; analyzes unified court budgeting and revenue generation by judicial systems; describes personnel administration, training and jury management; and elucidates court performance evaluation, planning approaches, the use of cameras in the courtroom and audio-visual applications.

Court Management Study

United States. Judicial Council of the District of Columbia Circuit. Committee on the Administration of Justice

Published: 1970

Total Pages: 1402


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The Art and Practice of Court Administration explores the context in which court administration is practiced and identifiesthe qualities and skills court administrators need. Divided into two major parts, part one covers the history of the field and how courts are organized, environmental conditions in which court administration is practiced, special impact on courts of the elected clerk of court, prosecutor, and the sheriff, the judge’s administrative roles, as well as how a judge’s judicial and administrative roles work with management. The second part reviews a new approach for setting and adjusting priorities among the multiple functions courts perform—the Hierarchy of Court Administration. It defines priorities, analyzes court roles that establish mission critical functions, and sets an agenda for advancing courts throughout this century. Thorough and complete, The Art and Practice of Court Administration details how courts operate, the court administrator’s position and responsibilities, and approachestoissues and problems.
This book describes the future of state court management by focusing on three objectives, the unification of state judiciaries, the statewide financing of all courts, and the emergence of judicial personnel systems.
The Model Rules of Professional Conduct provides an up-to-date resource for information on legal ethics. Federal, state and local courts in all jurisdictions look to the Rules for guidance in solving lawyer malpractice cases, disciplinary actions, disqualification issues, sanctions questions and much more. In this volume, black-letter Rules of Professional Conduct are followed by numbered Comments that explain each Rule's purpose and provide suggestions for its practical application. The Rules will help you identify proper conduct in a variety of given situations, review those instances where discretionary action is possible, and define the nature of the relationship between you and your clients, colleagues and the courts.